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This chapter addresses the profession of research management and administration (RMA) in Portugal. It starts with a brief outline of the national research and innovation (R&I) ecosystem that contextualises the development of the profession. The RMA community is characterised and the expectations for the future of the RMA profession are summarised using data collected through a national online survey. It is posited that RMA in Portugal is an emergent career having developed key traits of a profession, namely common interests and practices, a concern with deepening specialised knowledge and skills, the existence of an organised network of practitioners, the offer of academic qualifications and training in the area, and the integration in international RMA communities of practice. Nevertheless, future developments in the European Research Area (ERA) are identified as a critical milestone that will influence the development and formal legislative institutionalisation of the RMA profession in Portugal.

This part of the book has provided overviews of the current situation of research management and administration (RMA) in over 50 countries around the world provided by a total of 96 authors. Thirty-eight chapters cover individual countries from six continents, with a chapter bringing together this situation in the three Baltic states, another covering the Western Balkans, one more focused on the Caribbean, and there is a chapter on the Catalonia region of Spain. Here, we attempt to draw out common themes and to highlight differences in RMA and of Research Managers and Administrators in different parts of the world. Further, more holistic, insights can be found in the final chapter of the book (Yang-Yoshihara, Kerridge, et al., 2023, Chapter 6).

The Government of Ireland, through the Department of Further and Higher Education, Research, Innovation and Science (DoFHERIS), sets the framework for the national research ecosystem. Within that ecosystem, the Research Management and Administrators (RMA) community evolved in response to changing circumstances and continues to evolve becoming a more professional and expert community. The profile of the community, admittedly based on a small sampling, is normal with a hint that females occupy the most senior roles. Most Irish research-performing organisations (RPOs) including the HE sector, College and State Research Organisations (CSRO), and the Health Service have RMA members active in The European Association of Research Managers and Administrators (EARMA). The next step in the profession’s evolution in Ireland has to be the development of a single, national, and inclusive RMA network providing a representative voice for the profession with respect to issues such as career development and career paths.

This final chapter, presented by the book’s three Editors, provides a reflection and discussion of the key findings presented throughout the book. First, it delves into the book’s vision and the process of creation. The findings in the book affirm the continuous growth of the field, highlight the diverse nature of the RMA landscape, and reveal the substantial variation in the status of the profession and the availability of data among regions and countries. To understand the unique features of the RMA profession from multitude of angles and in each country’s context, the Editors emphasize the importance of inviting authors to share their perspectives in their own voices and styles, which became central to the book’s mission. Second, this chapter presents discussions on pivotal findings in four areas: (1) growth of the RMA profession in specific countries and regions, (2) crucial contribution of professional associations to advancing RMA, (3) essential soft skills for RMAs and promotion of diversity, equity, and inclusion, and (4) advancing RMA through increasing training and capacity-building initiatives. This chapter also alludes to potential policy implications and concludes with the Editors’ hope that the book serves as a catalyst for further exploration of the RMA field and RMA professions.

This chapter presents results from the ‘How I Became a Research Manager and Administrator’ (HIBARMA) section of the 2022 Research Administration as a Profession (RAAAP-3) global survey of Research Managers and Administrators (RMAs). Here we focus on routes into the profession, the skills that were useful in gaining that first RMA role and the career satisfaction of individuals. In addition, we look at some of the qualitative feedback from the survey questions to present an overall picture of the variety of backgrounds and routes that can lead people to the field of RMA. Finally, illustrative vignettes highlight the diversity of routes into the profession and some common themes attracting professionals to ‘the best job of all’ (Andreson, 2016) – Research Management and Administration.

In this chapter, we will explore where Research Management and Administrators (RMAs) work, in terms of the types of organisations and their structures. While the majority of RMAs work in research-performing organisations (RPOs), such as universities, research institutes and hospitals, some work in other related organisations, such as research funders, think tanks and consultancy firms (non-RPOs). These different working contexts will be critically analysed in light of previous studies, and data collected through surveys and interviews. Quotes will be used to illustrate different professional settings. The interviewees selected derive from two world regions (USA and Europe) to understand the different challenges and settings associated with the diverse research ecosystems that each region represents. Finally, major conclusions and recommendations will be highlighted.

Starting in the late 1950s with the creation of the National Council of University Research Administrators (NCURA), followed by the formation of other professional organisations both in the USA and Europe, there was a growing sense that research management was indeed a profession. One goal was the creation of professional standards that would lead to a standard training curriculum and, ultimately, a professional credential, and there have been many attempts at developing research administration certification. Now, in the US, accreditation through the Research Administrators Certification Council (RACC) exam has become ubiquitous, whereas in other parts of the world, certification by portfolio is more common. This chapter will compare and contrast the salient features of certification, certificates, and degree programs in research administration and review their development and growth over the past 30 years. The chapter will discuss their relative merits and how they work to advance the profession of research administration.

In this chapter, we look at survey responses from the third Research Administration as a Profession Survey (RAAAP-3) conducted in 2022. We examine some demographic attributes of Research Managers and Administrators (RMAs) such as gender identity, age when entering the profession, age in the current role, and other personal characteristics such as birth country and current country of employment. We also explore the types of institutions where RMAs are employed, the type of work they do, their highest academic qualifications, whether they obtained professional accreditations, and their affiliation with any RMA professional associations. Each topic is investigated both globally and by geographic region to highlight similarities and differences. Overall we find the profession to be global, female-dominated, highly academically qualified, and mainly working in the higher education sector.

This chapter explores the results of an international survey (RAAAP-2) to provide global insight into research management and administration (RMA) as a relatively new field of investigation within the area of higher education management (HEM). Building on that extensive survey, the purpose of this chapter is to investigate qualitatively how and why people become and remain research managers and administrators, focussing primarily on their skills, roles, and career paths.

Findings from the analysis confirm that a career in RMA is rarely an intentional choice and can be described as labyrinthine, which could be even compared and contrasted with a concertine academic career described by Whitchurch et al. (2021). While conclusions confirm the gender implications of the profession, which is overall highly ‘female’; further conclusion sheds light on RMAs across regions and suggests how this varied ecosystem could even undermine the recognition of RMA as a profession.

The creation of the research management and administration (RMA) profession in a small country is probably well exemplified by the development of the Danish Association of Research Managers and Administrators (DARMA). Many external factors in Denmark are similar to other European countries (like the growth of research, international cooperation, and competitive funding for research). The crucial point is how universities and especially staff react to the need for development and professionalisation. It takes committed and visionary individuals to kick-start the movement. Equally important is the buy-in and engagement from many colleagues necessary to make real change. This can only happen by finding enough volunteers to build and run a professional society. Furthermore, international networking and conference participation is crucial to get relevant inspiration for this development.

The next step for a society like DARMA is to move towards a commonly recognised job function or title. This could also mean certification or at least a comprehensive, national training programme.